A Viewpoint on Communication
Competitive advantage is hard to achieve but much harder to maintain: whatever your firm does well, and differently, your clients will soon demand from your competitors. This makes the race for first mover advantage risky, expensive and fleeting: it’s no surprise that many firms are better at responding to clients’ needs than they are at anticipating them. So how do you get to understand how your clients’ needs and expectations have changed after six months of lockdown?
A Viewpoint on Commuting Habits
There are times when it can be hard for leaders to express opinions that challenge the prevailing discourse. Ever since lockdown began, the emphasis of communication, from Government downwards, has been on the personal and not the professional.
What has been missing from the narrative, so far, is the business benefit of office working. This is not to precipitate an immediate, full-time return for all: there will necessarily be phases of return, and alternative versions of normality for different teams and roles, but these cannot be achieved by volunteerism alone.
In this Viewpoint, we look at the process of recovery from COVID for law firms and the problems of decision-making with inadequate information.
Anyone with experience of crisis management – and that now includes all law firm leaders – recognises that, at first, the crisis manages you. The only option is to deal with the issues in front of you, and to keep doing so. There is no social distancing of problems, no orderly queuing, no respecting of personal headspace. Decisions keep being required, made in the hope of earning some breathing space, inching just a bit ahead of the curve. You press on, powered by the hope that, finally, you can lift your head and see what’s coming in the middle distance.
Looking after ourselves and our psychological well-being in uncertain times
During these unprecedented times, we are being asked to make drastic changes to how we live our lives. Vigilance and practical precautions are essential. Becoming psychologically distressed is not, and only exacerbates our experience. Understandably, many of us have a strong emotional reaction to the changes ahead.
A Tyler Wilson Viewpoint on assembling new leadership teams
Spring is the season for starting over: when financial dials are reset to zero, partnerships parade their new growth, and management boards are joined at the table by new faces. This Viewpoint considers the challenge of assembling new leadership teams: how to find a formula that lets you play to each other’s strengths, rather than just relying on your own.
A Tyler Wilson Viewpoint on Law Firm Strategy
How do you ensure that your Firm stands out in a noisy, crowded sector? What gives your business the edge against the competition and what helps you to help your clients?
A Tyler Wilson Viewpoint on mental fitness
It is by no means easy to work at peak performance throughout a 35-year career – especially when the challenge is not just to sustain your levels but to keep on improving them. In this Viewpoint, we collaborate with Dr. Laura Haigh to take a look at mental fitness as the key to professional longevity.
A Tyler Wilson report into the challenges facing new law firm leaders
In order to research the challenges facing new leaders in law firms, we interviewed some 40 Managing Partners of UK based law firms. We explored the personal challenges they faced, the sources of support they sought and things that they might have done differently. This report is the output
A Tyler Wilson Viewpoint on the importance of Practice Group Management
We share our views on the importance of the role of Head of Department. It is at this level that most impact can be made on the day to day activities of partners to advance the business. It is where the ‘rubber hits the road’ in terms of execution of law firm strategy.
A Tyler Wilson Viewpoint on preparing for leadership
It’s the time of year again when leaders in law firms reach the end of their terms of office, and new hands prepare to take the helm. This Viewpoint suggests ways to hit the ground running – whether you are new to being a member of a partnership council, leading a team or practice group or running a firm. What do you need to know in order to carry out your new job successfully and effectively? What needs to be
A Tyler Wilson Viewpoint on Law Firm Governance
We make ten suggestions for Managing Partners reviewing their firm’s governance structure.
An article by James Wilson on the impact of his learning to listen more carefully?
James thought he had spent 30 years as a lawyer listening carefully to his clients. He learned from his training as a Business Coach, however, that he had not really been listening at all. This article explores his wife’s question: “Do you find people more interesting now that you are actually listening to them?”
A paper exploring the taboo subject of when and how partners transition out of their firms at the close of their careers
With many partners wanting to work until they are older, there is a business need for firms to have an open dialogue with each partner about their plans for retiring from the firm and what they might wish to do thereafter. This paper explores the issues for the firm and for the partners concerned and explains how Tyler Wilson can assist.
Future Perfect: Tense or Relaxed
A Tyler Wilson Viewpoint on preparing for life after partnership
Having stepped away from being partners in law firms, we now do work that we love for clients whom we like very much. Five years ago, neither of us knew that we would be where we are in our work or in our lives.
In this Viewpoint, we offer reflections, from our own experience and from our coaching, on how to make the most of the end of a career in private practice. This deserves space in every partner’s schedule, because it can benefit both the firm and the individual
A Tyler Wilson Viewpoint on spiralling Associates’ Pay
Over recent months, associates’ pay has occupied many column-inches. In this Viewpoint, we consider options for a firm that wants to offer a competitive package to its associates without simply matching top rates of pay.
We believe that this not about what you pay and reward people for, but about values, culture and strategy, and which of a panoply of non-financial levers you choose to pull.